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Sonoma County Continuum of Care (CoC) Strategic Planning Committee
Agenda for July 16, 2021
9:00am-10:30am Pacific Time
Agenda Item Packet Item Presenter Time
Welcome, Roll Call and Introductions Committee Co-Chairs/ CDC Staff
9:00am
1. Approve Agenda (ACTION ITEM)
7/16 Agenda Committee Co-Chairs
9:05am
2. Approve Minutes from 6/18 (ACTION ITEM)
6/18 Minutes
Committee Co-Chairs
9:10am
3. Consider CoC Mission, Vision, & Values from Working Group (Potential ACTION ITEM)
DRAFT Mission, Vison & Values
Tim Miller 9:15am
4. Review & Approve Strategic Plan Public Statement (Potential ACTION ITEM)
DRAFT CoC Strategic Plan Public Statement
Committee Co-Chairs
9:40am
5. Prioritize Areas of Focus for Strategic Plan and Identify Working Group Teams (Potential ACTION ITEM)
Template for Working with Areas of Focus
Committee Co-Chairs
9:55am
6. Public Comment on Non-agendized Items Committee Co-Chairs
10:25am
PUBLIC COMMENT:
Public Comment may be made via email or during the live zoom meeting. To submit an emailed public
comment to the Committee email [email protected]. Please provide your name, the
agenda number(s) on which you wish to speak, and your comment. These comments will be emailed to all
Committee members. Public comment during the meeting can be made live by joining the Zoom meeting.
Available time for comments is determined by the Chair based on agenda scheduling demands and total
number of speakers.
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Sonoma County Continuum of Care
Strategic Plan Committee Meeting Minutes June 18, 2021
1:00 -2:30 pm Pacific Time – Meeting held by Zoom
1. Welcome and Introductions
Alea Tantarelli called the meeting to order at 1:02pm, reviewed the agenda, clarified Zoom rules around public comment, and Brown Act guidelines.
Roll Call taken: o Present: Tom Schwedhelm, City of Santa Rosa; Stephen Sotomayor, City of Healdsburg;
Chuck Fernandez, Committee on the Shelterless; Ludmilla Bade, Community Member; Ben Leroi, Santa Rosa Community Health; Karen Fies, County of Sonoma Human Services Department; Kym Vorst (for Tom Bieri), Community Support Network.
2. Approve Agenda
Jennielynn Holmes, Catholic Charities of the Diocese of Santa Rosa, joined at this time. Aye: Tom Schwedhelm, Stephen Sotomayor, Chuck Fernandez, Kim Vorst, Karen Fies, Ben Leroi,
Jennielynn Holmes, Ludmilla Bade. Nay: None. Absent: Tim Miller, Chris Keys, Kevin McDonnell.
3. Elect Strategic Planning Committee Co-Chairs
Alea Tantarelli led discussion and noted two members of Committee indicated desire to Co-Chair the Committee in their application - Tom Schwedhelm and Stephen Sotomayor.
Tim Miller, West County Community Services and Chris Keys, Redwood Gospel Mission, joined at this time.
Public Comment: None.
Jennielynn Holmes made motion to elect Tom Schwedhelm and Stephen Sotomayor as Co-Chairs. Ben Leroi seconded.
Board Comment:
None.
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Aye: Tom Schwedhelm, Stephen Sotomayor, Chuck Fernandez, Kym Vorst, Karen Fies, Ben Leroi, Jennielynn Holmes, Ludmilla Bade, Tim Miller, Chris Keys.
Nay: None. Absent: Kevin McDonnell.
The Motion Passed.
4. Confirm Strategic Planning Committee Secretary
Alea Tantarelli led discussion and noted Chuck Fernandez indicated his desire to be Secretary in his application.
Public Comment: None
Karen Fies made motion to elect Chuck Fernandez. Tom Schwedhelm seconded.
Board Comment: Ludmilla – interested in more efficiency in voting process. Tom – suggested instead of roll call, to do a virtual thumbs up (approve); thumbs down (not approve);
thumb sideways (can live with approval). Tom – Governor Newsom waiving some Brown Act requirements. More to come from Sacramento.
Aye: Tom Schwedhelm, Stephen Sotomayor, Chuck Fernandez, Kym Vorst, Karen Fies, Ben Leroi,
Jennielynn Holmes, Ludmilla Bade, Tim Miller, Chris Keys. Nay: None. Absent: Kevin McDonnell.
The Motion Passed.
5. Establish Meeting Agreements
Tom Schwedhelm and Stephen Sotomayor led discussion on meeting agreements and how we will work together. Kevin McDonnell, City of Petaluma, joined at this time.
Public Comment: None.
Board Comment: Stephen Sotomayor – much work will be done in sub-groups. Use subject matter experts. Buy-in and
inclusivity important. Should research what is being done outside of Sonoma County. We can do work in small sub-groups without Brown Act violations. Suggested seven draft agreements as starting point:
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1. Speak and listen respectfully. 2. Come prepared.
3. Be honest – if you disagree, say so. 4. Be on time/people’s time. 5. Active participation.
6. Stay on track – be respectful of the agenda. 7. Share responsibility.
Ludmilla Bade – impressed with work by Governance Charter Policy Review Committee. Stay on track and be respectful of agenda. As person with lived experience, seen too much bureaucracy and not as
effective impacting real people’s lives. Will speak up if something is important. Tom Schwedhelm – how do we remove bureaucratic barriers? Be open to change. Karen Fies – be respectful of people’s time. Start on time and end on time.
All gave thumbs up on Meeting Agreements.
6. Purpose and Process for Strategic Planning Committee – CoC Mission, Vision, Values, Prioritization
Options, Force Field Analysis
Tom Schwedhelm and Stephen Sotomayor led discussion on meeting agreements and how we will work together. Mission is about what we do, why we exist, our North Star.
Board Comment: Tom Schwedhelm – we can spend months developing a Mission, Vision, and Values (MVV). We can create a draft MVV in sub-groups. We are also not interested in a multi-page Mission.
Tim Miller – in favor of creating sub-groups. Tim Miller, Jennielynn Holmes, Karen Fies, Ludmilla Bade, Kym Vorst for Tom Bieri – all volunteered to be on sub-group for MVV.
Tim Miller will organize the group before the next Strategic Planning Committee meeting. Ludmilla Bade – important to have a say in process. Sub-groups can create options and then discuss versus starting from scratch.
All agreed to bring back draft MVV to next meeting to discuss.
Public Comment:
None. All Committee members gave a thumbs up on the MVV sub-group.
Tom Schwedhelm discussed Force Field Analysis. Used an example of Prevention of Homelessness. The Status Quo is the current prevention efforts around homelessness. The Desired State is what would success look like or what would we want to see? The Driving Force would be a push toward a
desired state such as through brainstorming ideas. And Restraining Forces would be the bureaucracy. Tom Schwedhelm also discussed Prioritization Options and the four quadrants:
High Impact and Easy to Implement (top left) – most selected.
Low Impact and Easy to Implement (bottom left).
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High Impact and Difficult to Implement (top right).
Low Impact and Difficult to Implement (bottom right).
Is there anything in the KPMG Report that we can implement, prioritize? What does this group want to
prioritize? Ludmilla Bade – High Impact, low cost. Money is always a factor. Stephen Sotomayor – Use sub-groups and break into Short-term (ST), Medium-Term (MT), Long-Term (LT).
Ben Leroi – Look at impact of ST, MT, LT and prioritize. The Committee agreed that we would use this Prioritization Process.
Public Comment: None.
Stephen Sotomayor discussed potential break-out groups and focus areas. Some major areas include:
Regional Needs Analysis – learn from other plans.
Prevention of Homelessness – Families, Institutions, Foster Care, Juvenile Probation, Family Reunification, Institutions.
Housing those experiencing homelessness through voucher system, permanent supportive
housing.
Opportunities to increase income – social services.
Case Management Services.
Create a coordinated system of care.
Increase affordable and permanent housing.
Also look at HMIS as a starting point. Karen Fies – we should start first with MVV and what other Cities and Jurisdictions are doing.
Tim Miller – what are the other strategic plans in the County? We should develop our Strategic Plan(SP) in coordination with other cities that would result in a focused SP. Jennielynn Holmes – there is a lot happening, but it is not cohesive. There are pieces that we can pull
from, and this group is the real hub of what is happening. A coordinated system of care has links to Coordinated Entry and she can help there. Jennielynn also mentioned non-traditional options such as safe parking, managed encampments and we need some strategic direction for these options. Jennielynn also
mentioned the false narratives happening in the community that are destructive, and this is due to a lack of education. Ben Leroi – mentioned the Bay Area Regional Plan and the 1-2-4 Model and is that appropriate for
Sonoma County? Ben also mentioned what are the Best Practices and a Gaps Analysis and what do we have, what do we need, and what is the gap between the two? Stephen Sotomayor – mentioned accountability to the SP, create meeting milestones, use a project management process, and who would oversee this and how do we report on this?
Kevin McDonnell mentioned the positive results, the need to build public trust, ensure there is a path to ending homelessness, the need to manage a coordinated response, do we have one plan or many plans (SP), the magnitude of a SP, and in the end, the need for everyone to adopt the SP.
Chuck Fernandez mentioned the need to be mindful of race and ethnicity as we create a SP Stephen Sotomayor – we will need to create a list and prioritize. There will be several perspectives/ lenses that we will address homelessness and race/ethnicity is certainly one of them.
Ludmilla Bade – important to give updates at the Membership Quarterly Meetings to get input from everyone. We need to increase lived experience involvement. Also, perhaps we could create a
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spreadsheet to track the different SP from other groups. Also, sweeps are not a good plan, and they traumatize people. NIMBY crowd is painful to see and crazy thinking. Ludmilla also said there is no one
solutions to homelessness and what works for Vets may not work for other homeless cohorts. We should also have a funding committee. And there is a lack of trust, and we need to restore trust. We need to show we know what we are doing.
7. Decide on Meeting Frequency Staff are stretched and two meetings a month would be difficult, especially is there are two CoC Board
meetings per month. For now, we should start with one SP Committee meeting a month. Since there will be much of the work done in sub-groups, one Committee meeting a month may be sufficient.
Stephen Sotomayor mentioned use of a Sharing System for the documents such as Google Docs. Alea Tantarelli will research if that would be a Brown Act violation.
We also need to keep the sub-groups small. Alea Tantarelli will send a Doodle to determine next meeting.
Karen Fies made a motion for monthly meetings and Kim Vorst seconded. All voted thumbs up. Motion passed.
Public Comment. None.
8. Sharing Committee Contact Information All committee members agreed to share email address and phone number with Committee members
only. Only email addresses would be made public on website. Ludmilla Bade motioned to approve email/phone for Committee members only and email only for public.
All voted thumbs up. Public Comment:
None. Kevin McDonnell – suggested drafting Op Ed to inform public of this effort – a kick off statement of the strategic planning process to involve public and get their buy-in. Kevin, Jennielynn Holmes and Stephen
Sotomayor agreed to help with the draft Op Ed.
9. Public Comment on Non-Agendized Items Gregory – Governor Newsom and the White House increasing funding for homeless services beyond housing, such as Social Services and Education. Important for the CoC to investigate how to integrate
those resources into helping the homeless.
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10. End the Committee Meeting Stephen Sotomayor thanked everyone for staying a few minutes over for the meeting.
Tim Miller motioned to end the meeting. Ludmilla Bade seconded. All gave thumbs up and meeting was adjourned.
Meeting Adjourned at 2:40 PM.
Strategic Planning Committee(Mission-Vision-Values subcommittee)
(Page 1 contains our final decisions to submit for review and comment.Other suggestions we considered, as well as general community input, are included in pages 2-4).
MissionCreate a countywide, community-informed, and person-centered plan that isinclusive, equitable, coordinated, and outcome based.
VisionSonoma County has a unified, coordinated and integrated strategic plan with a clearvision across the community to reduce homelessness
ValuesThe Sonoma County COC Strategic Plan will be based on the following core values:
*Inclusive *Data-driven *Accountable
*Equitable *Countywide *Transparent
*Collaborative *Coordinated *Person-centered
*Integrated *Sustainable *Comprehensive
*Proactive
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--------------Other Input from community, reviewed by subcommittee
Mission Statement info, etc considered
1. Utilize a variety of strategies to reduce homlessness2. Utilize a variety of strategies to develop a plan3. Develop a plan with a variety of plans to reduce homelessness4. Create a comprehensive, Community engaged plan5. Prioritize strategies and projects6. Develop a strategic plan that is community inclusive and outcome based7. Client focused8. Evidence based programs that have been proved successful9. to reduce homelessness in Sonoma County Create action items that quickly
provide services, connection and assistance10.Bethany House Services empowers homeless and at-risk families with the
solutions to achieve housing stability and long-term self-sufficiency.11. Recognizing that soaring income inequality drastically reduces affordable
housing, we develop mechanisms using government resources and communitysupport to provide housing for the poorest.
12. Our mission is to align programs and resources to facilitate solutions to endhomelessness in our community. Through cross-sectional partnerships and sharedresources, our team of dedicated organizations and individuals have a bold goal --to end homelessness in the CoC.
Vision Statements and info considered
1. Acting together to reduce homelessness2. Plan it and stick to it3. Take all subpopulations and put a percentage reduction to it4. Create better places for homeless Sonoma County residents to sleep and live
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5. Create a plan that maximizes resources, improves the quality of people's livesand reduces homelessness
6. Develop strategies that address homelessness for all cohorts, including theworking poor and those that are potentially homeless
7. Create an inclusive, unified, outcomes-oriented plan that reduces homelessnessby 25% by 2025.
8. Sonoma County has a unified, coordinated and integrated strategic plan with aclear vision across the community to reduce homelessness by 25% by 2031.
9. Summit County is a community in which homelessness has been eliminated.Everyone has access to resources and support needed to obtain and maintaindecent, safe and affordable housing that enhances quality of life.
10.The Vision of the Madison County Partnership to End Homelessness shall be towork towards the elimination of homelessness in Madison County, IL.
11.We envision a community in which everyone has a stable home and theresources needed to maintain it
12.To live in a community where all families have a place to call home and no onespends a night without shelter.
13. A place for everyone who becomes homeless in Sonoma County to sleepsecurely, legally and safely within 48 hours of becoming homeless.
14. Within Sonoma County, a recognition that homeless people are neighbors,family members and friends, not significantly different than those who arehoused
15.A plan that is based on connection, even more than money, even more thanhousing.
16.Inclusion, navigation, paperwork assistance, public workstations, technicalassistance and available mentoring for anyone within any of the HUDdefinitions of homelessness including at risk.
17.Sonoma County has a broad network of support for housing the poorest andmost vulnerable, based on a dedicated and efficient public sector and acommunity of contributors to adapt to changes and reduce opposition.
18.Uphold the human values of dignity, equality, and justice in the provision of allhomeless services
19.All aspects of the service spectrum are accountable through well-maintainedmanagement of core processes and flows, predictable evaluation, and problemidentification/resolution when things become known. Success and challengesare acknowledged to further deep commitment and engagement to the system
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20.represents the care, planning management and upkeep of services and fundingresources though recognition of process to reduce wasted time and funding, tobe addressed through ongoing stakeholder planning and consultation
21. seeks to improve every process by focusing on the enhancement of activitiesthat generate the highest possible human service outcomes to improve people’slives
Values
1. Wisdom to recognize the real causes of homelessness and appropriate means tooffset them
2. Concern that focuses on those most in need, not on the most voluble andpowerful nor on administrative systems
3. Courage in the face of anger, misunderstanding and frustration4. Patience and tenaciousness in a never-ending battle5. Preservation of Human Dignity6. Accountability7. Stewardship over Limited Resources8. Continuous Improvement9. Honoring and working to integrate each of us as a part of this cultural
ecosystem, and as a part of our local, county and world physical ecosystem10. Respect for what each person is, has done, and can do to contribute solutions
and progress to life, society, and any survival problems
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FOCUS AREASSONOMA COUNTY CONTINUUM OF CARE STRATEGIC PLANNING COMMITTEE
PURPOSE OF STRATEGIC PLANNING COMMITTEE
The Strategic Planning Committee will meet as needed relative to the oversight of periodic strategic planning activities of the Continuum of Care (CoC). The Strategic Planning Committee will promote planning activities that contribute to effective system design, oversight, and operations associated with achieving CoC system performance objectives. Performance objectives include reduced inflow into the homelessness system, reduced lengths of time persons experience homeless, high rates of successful exits from homelessness to permanent housing and decreasing rates of recidivism.
COMMITTEE MEMBERS
• Tom Bieri• Tim Miller• Kevin McDonnell• Ludmilla Bade• Karen Fies
• Stephen Sotomayor, Co-Chair• Tom Schwendhelm, Co-Chair• Chuck Fernandez, Secretary• Ben Leroi • Chris Keys• Jennielynn Holmes
OVERARCHING GOALS OF THE STRATEGIC PLAN
1. Direct resources to proven strategies.
2. Integrate existing programs and services to create efficiencies.
3. Increase communication and collaboration between the CoC, the County and cities to clearly assign areas of responsibility and to identify the unique needs of each jurisdiction.
4. Identify opportunities to leverage mainstream health and social services programs.
5. Design a system of care that is inclusive of those that access services, and equitable across Sonoma County.
THOUGHTS AND POSSIBILITIES
• Strategic plan project management: how will the committee get from A to Z? What is the timeline? Etc.
• Consultants needed: homeless services needs assessment? Gap analysis? Summary of available homeless programs/resources?
• Opportunities to increase income: CalWORKs, General Assistance, SSI, Job Link, other social services?
• Coordinating existing homeless services and programs: County services, non-profits?
• KPMG Report: high-level review and a deep dive of recommendations.
TIER 1 FOCUS AREAS
1. Response to County re: KPMG Report (delegated by CoC Board). I think we need to set an internal deadline for ourselves by which we will complete this task.
2. Permanent Supportive Housing (gaps, capacity building of units/vouchers and support services, prioritizing vulnerable high utilizers)
3. Partnering with our Public Housing Authorities (increasing vouchers dedicated to people experiencing homelessness/chronic homelessness after successful EHV implementation)
4. Coordinating By-Names List Case Conferencing (Project Hope, IMDT, Coordinated Entry etc) and potential for a universal client record (Watson Care Manager?)
5. Leveraging Resources (FY21-22 State grants/programs, new Medi-Cal ECM and ILOS benefits in 2022 etc)
6. Engaging people experiencing homelessness in the SP process
TIER 2 FOCUS AREAS
1.
2.
3.
4.
5.
6.
Pathways to Housing (Street Outreach, IMDT, CAHOOTS/Assertive Community Treatment, ES, Safe Parking, role of non-traditional programs such as sanctioned encampments/tiny home villages?, what are the gaps)
Rapid Re-housing (what works, what doesn’t, what is the right level of RRH in our community beyond required federal/state grant award % mandates)
Homeless Prevention (what are the national/regional best practices to ensure resources are efficiently allocated)
Partnerships with hospitals and health centers (how to leverage support services, case conferencing etc)
1-2-4 model of program development (for every 1 interim bed/tent/safe parking space etc, 2 PH units and 4 Prevention interventions should be developed). Does this make sense for SoCo? If not, what is a more appropriate ratio?
Subpopulations – do we need to break out strategies targeted to specific subpopulations? Chronically homeless at a minimum seem to require special attention.
7. Communication Plan and building community/stakeholder buy-in for the SP
FOCUS AREAS
• Identify regional needs
• Prevention of homelessness
• Housing those experiencing homelessness
• Increasing income
• Case management and services
• Coordinated system of care
• Increase affordable/homeless housing
POTENTIAL PARTNERS (COLLABORATING DEPARTMENT AGENCIES)
*Community Development Commission (CDC)
• County Administrator’s Office (CAO)
• Family, Youth and Children’s Division
• Health Services
• Human Services Department
• Sonoma County Sheriff ’s Department/Probation
• Sonoma County Office of Education (SCOE)
• 211 Sonoma County
• Sonoma County Continuum of Care
• Sonoma County Cities & Towns
• *Service Providers
• United Way of Wine Country
• Public and Private Hospitals • Veterans Administration • Domestic Violence Service Providers • Housing Authorities • Renewal Enterprise District • Sonoma County Economic Development Board • Sonoma County District Attorney• Sonoma County Information Systems Department• Sonoma County Permit and Resource Management
Department • California State University, Sonoma • Santa Rosa Junior College
PREVENTION OF HOMELESSNESS
1. Homeless Prevention Program for Families and Individuals.
2. Discharge Planning Guidelines.
3. Family Reunification and Placement in Non-Governmental
Services.
4. Discharges from Foster Care and Juvenile Probation
HOUSING THOSE EXPERIENCING HOMELESSNESS
1. Provide Subsidized Housing to Homeless Disabled Individuals
Pursuing SSI
2. Partner with Cities to expand Housing Opportunities
3. Facilitate Utilization of Federal Housing Subsidies
4. Expand General Relief Housing Subsidies
5. Interim/Bridge Housing for those Exiting Institutions
6. Housing Choice Vouchers for Permanent Supportive Housing
INCREASING INCOME
1. Enache the CalWORKs Subsidized Employment Program for Homeless Families.
2. Increase Employment for Homeless Adults by Supporting Social Enterprise.
3. Expand Targeted Recruitment and Hiring Process to Homeless/Recently Homeless People to Increase Access to Jobs.
4. Establish a countywide SSI Advocacy Program for People Experiencing Homelessness or At Risk for Homelessness.
5. Establish a countywide Veterans Benefits Advocacy Program for Veterans Experiencing Homelessness or at Risk of Homelessness.
CASE MANAGEMENT & SERVICES
1. Model Employment Retention Support Programs.
2. Expand Jail In Reach.
3. Supportive Services Standards for Subsidized Housing.
4. Regional Integrated Re-entry Networks
5. Support for Homeless Case Managers
6. Criminal Record Clearing
COORDINATED SYSTEM OF CARE
9. Regional Coordination of Housing Authorities 10. County Specialist Support Teams (IMBD) 11. Enhanced Data Sharing and Tracking12. Coordination of Funding for Supportive Housing13. Enhanced Services for Transition Aged Youth14. Homeless Access to Vital records15. County Departmental Homeless Liaisons.
1. Streamline Administrative Processes for SSI and Veterans Benefits
2. Organized System for Substance Use Disorder Treatment Services
3. First Responder’s Training 4. Decriminalization Policies5. Countywide Outreach System 6. Strengthen the Coordinated Entry System.7. Enhance the Emergency Shelter System8. Discharge Data Tracking System
INCREASE AFFORDABLE/HOMELESS HOUSING
1. Using Public Land for Homeless Housing
2. Temporary Shelter and Safe Parking
3. Affordable Housing Inclusionary for Permanent Supportive Housing
4. Landlord incentives and outreach
STRATEGIC PLANNING COMMITTEE PROGRESS
• Meetings occur every third Friday of the month
• Work group is working to develop mission, vision, and value statements and prioritizing areas of focus/strategies
• Once strategies are prioritized, the Strategic Planning Committee will engage community partners with content expertise to develop recommendations
• A Strategic Planning Committee kickoff statement is being drafted to engage the community and build on established relationships
• How can you get involved?
